Validates knowledge of program management, including strategic alignment, life cycle management, benefits delivery, stakeholder engagement and governance.
PgMP tests how you lead a program: aligning it with strategy, running its life cycle, delivering benefits, engaging stakeholders and governing it. Read The Standard for Program Management closely, learn the outline tasks, then practise full-length exams for the four-hour sitting.
1Understand the exam
Syllabus
IStrategic program alignment15%
Task 1Perform an initial program assessment
Task 2Establish a high-level road map with milestones and preliminary estimates
Task 3Define the high-level road map and financial framework
Task 4Define the program mission statement
Task 5Evaluate the program’s business case
Task 6Analyze the available information about organizational and business strategies, internal and external influences, and program drivers
Task 7Estimate the high-level financial framework and nonfinancial benefits of the program
Task 8Evaluate program objectives relative to regulatory and legal constraints, social impacts, sustainability, cultural considerations, political climate, and ethical concerns
Task 9Obtain organizational leadership approval for the program
Task 10Identify and evaluate integration opportunities and needs
Task 11Exploit strategic opportunities for change to maximize the realization of benefits
Example scenario: Leadership asks you to start a program before its benefits have been estimated. What do you need before seeking authorization?
IIProgram life cycle management44%
Task 1Develop the program charter
Task 2Translate strategic objectives into high-level program scope statements
Task 3Develop a program roadmap
Task 4Develop a responsibility assignment matrix
Task 5Define standard measurement criteria, including key performance indicators, for success and review points for all constituent projects/components
Task 6Conduct program kick-off with key stakeholders
Task 7Develop a detailed program scope statement
Task 8Develop program WBS
Task 9Establish the program management plan and schedule
Task 10Optimize the program management plan
Task 11Define project/program management information system (PMIS)
Task 12Identify and manage unresolved project-level issues
Task 13Develop the benefits management plan
Task 14Develop key performance indicators (KPIs)
Task 15Monitor human resources for program and project roles, including subcontractors
Task 16Charter and initiate constituent projects/components
Task 17Establish consistency by deploying governance framework, uniform standards, resources, infrastructure, tools, and processes
Task 18Establish a communication feedback plan and reporting process
Task 19Lead human resource functions by training, coaching, mentoring, and recognizing the team
Task 20Review project managers’ performance in executing the project per the project plan
Task 21Execute the appropriate program management plans
Task 22Consolidate project and program data using predefined program plan reporting tools and methods
Task 23Evaluate the program’s status to monitor and control the program while maintaining current program information
Task 24Approve closure of constituent projects/components upon completion of defined deliverables
Task 25Analyze variances and trends in costs, schedule, quality, and risks
Task 26Update program plans by incorporating corrective actions
Task 27Manage program-level issues
Task 28Manage changes per the change management plan
Task 29Conduct impact assessments for program changes and recommend decisions
Task 30Manage risk per the risk management plan to ensure benefits realization
Task 31Complete a program performance analysis report
Task 32Conduct program closure within the boundaries of the governance framework
Task 33Execute the transition and close-out of the program and all constituent projects and/or components
Task 34Conduct the post-review meetings
Task 35Report lessons learned and best practices observed and archive to the knowledge repository
Example scenario: Two component projects need the same specialist team in the same quarter. How do you resolve it at program level?
IIIBenefits management11%
Task 1Develop the benefits realization plan and its measurement criteria
Task 2Identify and capture synergies and efficiencies identified throughout the program life cycle
Task 3Develop a sustainment plan that identifies the processes, measures, metrics, and tools necessary for the management of benefits beyond the completion of the program
Task 4Monitor the metrics
Task 5Verify that the close, transition, and integration of constituent projects/components and the program meet or exceed the benefit realization criteria
Task 6Maintain benefits register and record program progress
Task 7Analyze and update the benefits realization and sustainment plans
Task 8Develop a transition plan to operations to guarantee the sustainment of products and benefits delivered by the program
Example scenario: All projects finished on time, but the expected cost savings have not appeared six months later. What do you check?
IVStakeholder engagement16%
Task 1Identify stakeholders, including sponsors/steering committee, and create the stakeholder matrix
Task 2Perform stakeholder analysis
Task 3Negotiate the support of stakeholders, including sponsors/steering committee, for the program
Task 4Generate and maintain visibility for the program and confirm stakeholder support
Task 5Define and maintain communications adapted to different stakeholders, including sponsors/steering committee
Task 6Evaluate risks identified by stakeholders, including sponsors/steering committee, and incorporate them in the program risk management plan
Task 7Develop and foster relationships with stakeholders, including sponsors/steering committee
Example scenario: A regional director who controls key staff is openly opposed to the program. How do you approach them?
VGovernance14%
Task 1Develop program and project management standards and structure
Task 2Select a governance framework structure including policies, procedures, and standards
Task 3Obtain authorization(s) and approval(s) through stage gate reviews
Task 4Evaluate key performance indicators
Task 5Develop and/or utilize the program management information system, and integrate different processes as needed
Task 6Regularly evaluate new and existing risks that impact strategic objectives
Task 7Establish escalation policies and procedures
Task 8Develop and/or contribute to an information repository containing program-related lessons learned, processes, and documentation contributions
Task 9Identify and apply lessons learned
Task 10Monitor the business environment, program functionality requirements, and benefits realization
Task 11Develop and support the program integration management plan
Example scenario: A component project wants to change scope in a way that affects program benefits. Who decides, and how?
Multiple choice. Read a program scenario and choose the one best answer from the options.
CertUp example
Two component projects in a program depend on the same shared integration team, and the team cannot support both in the same quarter. What should the program manager do first?
Ask each project manager to resolve it between themselves
Review the program roadmap and resource plan and agree a priority with the governance board
Add contractors to both projects without review
Delay one project until the program closes
Show answer
Review the program roadmap and resource plan and agree a priority with the governance board. A conflict across component projects is a program-level decision tied to benefits and priorities.
Eligibility and booking
Required before the exam
Project and program management experience
Required
Non-overlapping professional experience from the last 15 years. An active PMP replaces the project experience. How much program experience you need depends on your education.
Secondary diploma
48 months project (or PMP) + 84 months program
Four-year degree
48 months project (or PMP) + 48 months program
GAC-accredited degree
36 months project (or PMP) + 36 months program
Panel review of your experience summaries
Required
A panel of PgMP holders must approve the program experience summaries in your application before you can book the exam.
Applications may also be selected for audit before the panel review. Once the panel approves you, you have one year and up to three attempts to pass.
Apply on pmi.org with your experience summaries. Book the exam once the panel approves your application.
Write and submit the application first, because the panel review can take weeks. Study the standard while you wait, then move to timed practice once you are approved.
Most candidates spend 80–130 hours. Plan for the low end if you already run programs and know the standard; add time if program management is new to you. Includes about 15 hours for the application.
1Understand the examRead the syllabus and format, check you’re eligible and pick a target date.5 h
3Learn the core conceptsWork through one main course or book, topic by topic.60 h
4Practice with mock examsTake timed practice tests and review every mistake.30 h
5Prepare for exam dayBook the exam and check the ID and delivery rules.5 h
3Learn the core concepts
The Standard for Program Management is the main reference. Add a course if you want guided explanations and mock exams.
A PMP holder who passed says the biggest trap was answering with project-manager instincts: programs focus on benefits, and project work belongs to project managers.
Best self-paced coursePgMP Self-Paced Program
Best live classLive Online PgMP Class (3-Day Bootcamp)
Best starting pointThe Standard for Program Management, 5th Edition